Seetan Varsani, pictured, divisional director at the guarding and security contractor Corps Security and leader of its ED&I (equality-diversity-inclusion) initiative Corps Together, explains how understanding your workforce helps refine and improve recruitment practices and employee welfare.
Data gathering
In 2022, 82.1 per cent of security professionals were reportedly white, and only 22.3pc were women (according to an Inclusive Security Special Interest Group report). The security industry faces significant diversity issues, but they go deeper than traditional metrics suggest. Minority groups that are too often left outside of ED&I conversations, like veterans and carers, should also be at the forefront.
To have a hope of addressing this challenge, organisations should conduct internal research to understand the different barriers against employment that marginalised groups face. This is even more important in the security industry, where diversity remains a key challenge. One question to ask is: where do these dynamics intersect? For example, those who have served often successfully transition into security positions because of their discipline, training and ability to navigate high-risk situations. Veterans are also more likely to have PTSD or a physical disability than their peers, meaning they may require unique forms of support.
The first step for any organisation to better understand its workforce is to speak with colleagues directly. In my role as divisional director and UK ED&I lead, I guide Corps’ inclusive policies and progress. Now in its third year, our in-depth ED&I Survey Action Plan informs and helps us evolve our internal practices.
Developing a questionnaire
To develop an understanding of the demographics within your organisation, you need to understand what groups your employees belong to. Surveys can help. Begin by defining clear objectives: What does your organisation hope to gain? How will the data be used to improve workplace practices and recruitment strategies?
The questionnaire should have a clear structure and be easy for employees to understand. It could begin with simpler questions about demographic and background information before progressing to more nuanced, open-ended questions. For example, Corps’ second yearly ED&I survey aimed to build on our initial 2022/2023 data set and explore groups beyond protected characteristics. We found that:
• 12.7 per cent of Corps’ employee respondents live with a disability;
• 10.2pc are carers; and
• 19.4pc are veterans.
Statistics are one thing. It’s good to track the make-up of your workforce, but there is little point in doing so unless you are going to do something with the information. And so, it’s arguably the insight that matters more. For example, disabled respondents were asked how Corps could better support them, and received a range of answers, including “finding ways to remove the barriers that perpetuate disability discrimination.” As a result, we are reviewing our recruitment practices, site onboarding, and job vacancy descriptions to ensure they are fit for purpose and do not indirectly discourage applicants from applying.
Alongside that, offering educational webinars on topics like dementia, deafness and ADHD, as well as developing a disability, neurodiversity and accessibility training course and tailored resource guide for managers is turning data sets into change.
Developing internal support networks
People need time and space to be heard. Holistic, open and supportive networks help achieve that. Corps Together, Corps’ ED&I network, creates virtual and in-person spaces and hosts accessible webinars on seven protected characteristic groups: race, age, disability, religion, sex, sexuality, gender reassignment, marriage and civil partnership, pregnancy and maternity.
These characteristics were the basis of our support networks, but they were also developed from reviewing and understanding what groups require help. Corps’ networks support other significant demographics, including the Intergenerational Network, a Parents and Carers Network, and the Corps Veteran Association.
These networks allow individuals to support one another, share advice and raise awareness of the complex challenges each community faces. That advocacy and feedback are vital for guiding internal policies.
A case study: Our Parent and Carers network
The current socio-economic climate is challenging for the Government, businesses and the public. Security providers need to advocate for and, wherever possible, pay the Real Living Wage, as income was a significant concern reported by survey respondents, especially carers.
Carers advocated for empathy and compassion from line managers alongside childcare support options to ease cost pressures. That feedback has helped us review what flexible working options are available and ensure all company benefits and packages are clearly communicated across the organisation. In the Parenting and Carers Network, we also have webinars and lectures that discuss intersectionality, as conversations often include supporting parents and guardians who have children with disabilities or supporting children from LGBTQ+ communities.
With both questionnaires and internal support structures, colleagues have the space to advocate for changes and new policies at work. For example, our veteran survey feedback noted that “listening would be a great help,” which has led to a review of how we deliver and offer one-to-one mental health check-ins for colleagues who need support across the business.
Security providers can use this data to better understand their diverse workforce, support them from within, and refine their recruitment strategies. I would suggest first reviewing internal communication strategies and developing a small pilot questionnaire for employees to provide feedback on. From there, creating an organisation-wide questionnaire can help security companies recognise the main demographics of their workforce, and eventually develop health and wellbeing and ED&I policies that are truly reflective of colleagues’ needs.
Reports like these should reflect organisations’ commitment to cultivating an inclusive workforce where every voice is heard, respected, and valued. Annual data and research allow improvement on the previous year’s activity to facilitate continuous development and address current trends. Security companies need to look within, beyond the statistics, and analyse their findings to create more responsive, representative practices in the sector.
Read Corps’ ED&I Survey Action Plan: on the Corps Security website.
